Shape the menu around each event
Set up catering services and the options attached to them, so customers can choose the items that fit their event, including options that reflect dietary preferences and restrictions.
Catering
Turn event orders into a clear operating plan.
Build a catering path that gives customers a clear way to choose service details, then gives your team the information to prepare, deliver, or hand off the order.
Event order
01Choose the service
02Select menu options
03Confirm date and time
04Prepare delivery or pickup
From selection to handoff
Give every catering order the details it needs.
Use the order journey to collect service, menu, and schedule information before your team begins preparation.
- 01
Choose the catering service
Present the services and conditional options your customers need to build an event order.
- 02
Confirm the event timing
Use configured lead times, time ranges, and slot intervals to plan when an order can be fulfilled.
- 03
Prepare the final handoff
Work from the order details as your team prepares a delivery or pickup for the selected event time.
Configuration points
Keep the customer journey connected to day-to-day operations.
Collect the timing details upfront
Let customers select an event date and time while your team works from the service windows and lead times you configure.
Plan delivery and pickup
Organize how catering orders move from confirmation to delivery or pickup, with the order details in one place for the team.
Keep menus aligned with availability
Review ingredients and stock as you update the catering menu, helping your team avoid offering items that are no longer available.
Separate catering orders from corporate billing.
The catering flow handles configured service, dates, lead times, and fulfillment. Corporate invoices, departmental budgets, credit, and tax treatment need their own defined finance scope.
Scroll horizontally to compare all three columns.
| Requirement | Ordering boundary | Finance or integration decision |
|---|---|---|
| Order, payment, receipt | The configured customer and merchant journey | Identify the order and payment references. A receipt does not establish a consolidated company invoice. |
| Departments and one invoice | A corporate billing requirement to scope | Map company, department, payer, event and order lines to the billing or ERP system responsible for consolidation. |
| Tax-exempt purchasing | Jurisdiction and document validation | Have the responsible finance team verify eligibility and documents with its tax adviser or authority; do not infer an exemption toggle from checkout. |
| Credit and spending limits | Rules requiring an agreed implementation | Define approval owner, credit terms, and per-order or per-person enforcement. An average event cost per guest does not enforce a personal limit. |
| Settlement and adjustments | Payment and accounting reconciliation | Match order, payment, invoice, refund and adjustment references. Specify which system records each financial document. |
Compare transparent event costs using your own figures.
Ask each proposal to identify the charge, its unit, who pays it, and what triggers an adjustment.
For an event, record the platform cost allocated to it, payment-processing charges, service and delivery costs, support or implementation work, and refunds or other adjustments. Use your actual invoices and provider terms; do not assume that each cost is priced per event by the platform.
To compare cost per completed order, divide the relevant event cost by its completed orders using a consistent definition. Keep per-event, per-order, and per-person figures separate. This is a comparison method, not a quoted price, savings estimate, or spending-control capability.
Scope the billing integration before promising an easy migration.
A short migration or seamless connection cannot be inferred from a payment or invoice feature name.
List the objects to transfer: company and department identifiers, billing contacts, catalog and event records, order lines, payment references, invoices, and adjustments. Assign a data owner and an integration owner for each mapping and identify the system that creates the legal invoice.
Pilot a completed event and a changed or cancelled order through reconciliation. Agree how duplicate or failed transfers are detected, what data is frozen at cutover, who approves the switch, and how the team returns to the prior process if reconciliation fails. Compare systems against this matrix rather than an unsupported supplier ranking.